FINAL
DRAFT
SPORT SECTOR PLAN 2009 --- 2030
Sport Task Force
September 2009
Table of Contents
Page
1. Introduction 1 2. Situational Analysis – Jamaica’s Sport Sector 3 2.1 Overview 3 2.2 Issues and Challenges 7 3. SWOT Analysis 10 4. Strategic Vision and Planning Framework – Sport 13 4.1 Vision Statement – Sport 13 4.2 Strategic Planning Framework 14 4.3 Sector Indicators and Targets 16 5. Implementation, Monitoring & Evaluation Framework for the Sport Sector 17 5.1 Implementation Framework 17 5.2 Monitoring and Evaluation Framework 18 5.3 The Way Forward 20 6. Action Plan for the Sport Sector 21 7. Appendices 39
Vision 2030 Jamaica - National Development Plan Sport Sector Plan
1. Introduction
IN 2006, THE GOVERNMENT of Plan . It is one of thirty-one sector plans Jamaica (GOJ) mandated the Planning that form the foundation for Vision 2030 Institute of Jamaica (PIOJ) to lead the Jamaica – a 21-year plan based on a preparation of a comprehensive long- fundamental vision to make ‘Jamaica term National Development Plan (NDP) the place of choice to live, work, raise which would place Jamaica in a position families, and do business,’ and on to achieve developed country status by guiding principles which put the 2030. Development of the Plan began in Jamaican people at the centre of the January 2007 and thirty-one Task Forces nation’s transformation. (TFs) including the Creative Industries and Sport Task Force were established Vision 2030 Jamaica will strengthen the thereafter. The TFs represent sectors and role of sport in national development by: areas critical to the achievement of the broadening opportunities for national goals and have been charged participation in recreational and with responsibility for developing the competitive sports for persons of all age relevant long-term sector plans. groups; increasing facilities for sporting events at the national, community and The Creative Industries and Sport Task school levels; increasing the number of Force commenced the Plan preparation trained coaches, administrators, and exercise in April 2007, leading to the other personnel; strengthening the completion and submission of a 1 st draft institutions for sport education and report for the long-term development of administration; and establishment of Creative Industries and Sport in Jamaica. appropriate and effective policies, Subsequently, this Task Force was legislation and regulations to promote reorganized, with the establishment of a sport participation. Through its strategies stand-alone Sport Task Force, and the and actions, Vision 2030 Jamaica also merger of Creative Industries with the plans to increase the growth of sport as a Culture and Values Task Force to form a business and commercial activity with consolidated Culture, Creative Industries potential to contribute to Jamaica’s and Values Task Force. Following economic development, and to ensure review and stakeholder consultation, and the consistent production of elite athletes preparation of an action plan for the who can compete at the highest levels of sector, the Sport Sector Plan for Vision international sport. 2030 Jamaica was completed in 2009. The preparation of the Plan was This Sector Plan for Sport is one of the supported by a quantitative systems strategic priority areas of the Vision dynamics computer model – Threshold 2030 Jamaica - National Development 21 Jamaica (T21 Jamaica) – which
1 supports comprehensive, integrated This Sector Plan for Sport is structured planning that enables the consideration in the following main chapters as of a broad range of interconnected follows: economic, social and environmental • Situational Analysis factors. The T21 Jamaica model is used • SWOT Analysis to project future consequences of • Strategic Vision and Planning different strategies across a wide range Framework of indicators, and enables planners to • Implementation, Monitoring & trace causes of changes in any variable Evaluation Framework or indicator back to the relevant • Action Plan assumptions and policy choices.
This sector plan was developed using the following processes: • Participation of Task Force Members 1 through Task Force Meetings 2 that were used to solicit ideas and views on Creative Industries and Sport issues and challenges facing Jamaica as well as identifying a vision for Sport in Jamaica, and determining key goals, objectives and strategies for the sector • Research on international best practices in Sport that could be adopted in the Jamaican context • Hosting meetings with sport stakeholders • Review of relevant documentation on the Sport sector. • Development of a detailed Action Plan with responsible agencies and time-frames for implementation.
1 See Appendix 1 for List of Members of the Creative Industries and Sport Task Force/Sport Task Force. 2 See Appendix 2 for Listing of Task Force Meetings.
2 Vision 2030 Jamaica - National Development Plan Sport Sector Plan
2. Situational Analysis – Jamaica’s Sport Sector
2.1 Overview
JAMAICA IS DISTINGUISHED by the world-wide reach of its culture, including music and sport. The National Culture Policy of 2003 sees culture playing an important role in Jamaica’s national development through promotion of positive national self-identity, development of cultural industries and institutions, and cultural linkages to entertainment, education, science and technology, intellectual property rights, media, industrial development, tourism, environment and heritage.
One of the most powerful manifestations of Jamaica’s cultural heritage is in the field of sport. Jamaica has demonstrated the ability of its sportsmen and sportswomen to compete successfully at the highest international levels for almost a century. Athletes such as George Headley, Herb McKenley, Donald Quarrie, Merlene Ottey, Michael McCallum, Courtney Walsh, Veronica Campbell, Usain Bolt and Asafa Powell have become national icons who have contributed to the fame of Jamaica in ways that are comparable to the contributions made by the island’s most famous creative artistes. The successes of national sporting teams such as the Reggae Boys (in football) and Sunshine Girls (in netball) in international competitions, and the performance of the Jamaican track and field team at the Beijing Olympics, have provided occasions for unprecedented demonstrations of national pride and unity.
While the greatest successes have come in track and field events, the range of sports in which Jamaicans have recorded significant international achievements also include cricket, football, netball, boxing, tennis, cycling, swimming, bobsledding and table tennis. While a full discussion of Jamaica’s sporting accomplishments is beyond the scope of this sector plan it is relevant to note that these achievements have not rested only on the raw talents of athletes but also have been supported in most cases by sustained programmes of training and development involving collaboration between the public sector, private sector and voluntary organizations. The most successful example of this model has been the ongoing partnership between the Jamaica Olympic Association (JOA), and national sporting organizations such as the Jamaica Amateur Athletic Association (JAAA), the Institute of Sport (Insport) and private sector sponsors that has contributed to the world-class achievements of Jamaican athletes at the junior and senior levels for over half a century.
3 Situational Analysis
2.1.1 Policy and Institutional Framework
The National Sports Policy of 1994 seeks to use Jamaica’s comparative advantage in sports to support economic and social development and included the establishment of the National Council on Sport. The National Industrial Policy (NIP) of 1996 also targeted sport as a strategic priority for Jamaica’s economic development. Overall policy guidance for the development of sport in Jamaica rests with the Minister responsible for Sport, presently within the portfolio of the Office of the Prime Minister. Insport is the main public sector institution responsible for promotion of the development of sport, including sport development in primary and junior high schools and community sports programmes. The Inter Secondary Schools Association (ISSA) was founded in 1910 with the mandate to facilitate the development of secondary school sports through competition, including flagship events such as Boys and Girls Champs (track and field), Manning and DaCosta Cups (football), and the Sunlight Cup (cricket). A total of some 23,792 students participated in ISSA competitions in 2006. At the tertiary level the GC Foster College is the main sports education institution, the only one of its kind in the English-speaking Caribbean, with degree, diploma and certificate programmes, and the capacity to train physical education teachers for Jamaica and the Caribbean region.
The main organizations responsible for sport development beyond the school system include the Social Development Commission (SDC) which guides organized sport activities at the community level, and a range of sport associations which promote and organize recreational and competitive activities for particular sports. The Jamaica Olympic Association has overall responsibility for sports that are part of the Olympic Games. The main national sporting associations include the Jamaica Badminton Association, Jamaica Cricket Association, Jamaica Special Olympics Association, Jamaica Football Federation (JFF), Jamaica Basketball Association, Jamaica Netball Association, Jamaica Hockey Federation, Amateur Swimming Association of Jamaica and the Jamaica Amateur Athletic Association (JAAA). While Jamaica enjoys a wide range of sport associations, many of these organizations, particularly in sports with smaller participation, are constrained by capacity weaknesses including limited funding and human resources, and in many cases operate primarily on a voluntary basis. While Jamaica is relatively well provided with sport trainers particularly in track and field there are inadequate numbers of supporting personnel including sport administrators and managers. 3 Appendix 6 provides a summary of the roles and functions of the main stakeholders in the sport sector.
2.1.2 Funding and Infrastructure
Funding for the development of sport in Jamaica has come from a range of sources. The government budgetary allocations to sport have increased from $10.2 million in1990/91 to $340.7 million in 2007/08. Other funding sources include the Sports Development Foundation Limited (SDF) which has provided an annual average of $57.0 million in project funding over the period 1999 – 2008 for the development of sport infrastructure and facilities island-wide, as well as over $65 million annually in funding support for
3 Beckford (2007).
4 Situational Analysis
national sport associations. The SDF also provides funding to sport institutions and grants to elite athletes to enable participation in international competitions. The CHASE Fund also was established in 2002 to consolidate funding for social sector projects including sport through tax revenues derived from the domestic gaming industry.
The range of sport facilities in Jamaica, include at least twelve major venues with the capacity for hosting major sporting events. The largest and most important venue is the Independence Park Complex in Kingston which includes the National Stadium, National Arena and National Indoor Sport Complex, along with additional facilities for football, track and field, swimming, basketball and netball. Other major facilities are located in various parishes throughout the island including the Trelawny Multi-Purpose Stadium, Sabina Park (Kingston), Jarrett Park (St. James), Brooks Park (Manchester), and Carder Park (Portland). The range of sport facilities in Jamaica also includes facilities at schools, youth clubs, community centres, parks and other locations throughout the island. However there are insufficient funds to maintain existing sporting facilities adequately and there are inadequate institutions and infrastructure to support the development of world-class activities and athletes within Jamaica. Consequently the majority of Jamaican athletes that have achieved international standards have based their training overseas.
2.1.3 Social and Economic Roles of Sport
While there is limited information on the levels of participation in recreational and competitive sport in Jamaica, there are existing policy initiatives that seek to expand and broaden the participation in sport, including policies on healthy lifestyles, the disabled, youth and the elderly. Sport has important social benefits including contributions to physical and mental health, socialization of children and adolescents, and community development. In the Jamaican context sport has particularly important roles in building unity at the national and community levels, including bridging divisions created by political tribalism. The sector plan is based on a broad definition of sport as “all forms of physical activity which, through casual or organized participation, aim at expressing or improving physical fitness and mental well-being, forming social relationships or obtaining results in competition at all levels.” 4
Sport also represents a source of wealth for a wide range of occupations, including athletes, coaches, trainers, managers, promoters and entrepreneurs. However, while Jamaican individuals and teams have enjoyed remarkable successes in international competitions, the economic potential of sport in Jamaica has not yet been developed in a significant way. Preliminary investigations suggest that sport is already an important contributor to GDP and employment in Jamaica. However, there are no fully professional sport leagues and relatively limited linkages with other sectors such as tourism, entertainment, health and wellness, printing and manufacturing. There is lack of focus on business opportunities in sport in Jamaica, while the development of the economic potential of sport also is limited by inadequate levels of business skills and technology application in sport and limited financing for sporting ventures. Further, there is no
4 Council of Europe (2001).
5 Situational Analysis established system for collection, evaluation and dissemination of data on the economic contribution of the sport sector in Jamaica.
In charting the future for the development of sport in Jamaica it will be necessary to learn from the experiences of other countries that have successful sport sectors. In this regard Australia offers a model with aspects that may be considered for Jamaica, including establishment of the Australian Institute of Sport as a center for the development of elite athletes, investment in sport facilities, research and development including sport science and medicine, and capacity development of clubs and sport associations.
2.1.4 Global Growth of Creative Industries
Cultural industries involve the creation, production and commercialization of contents which are intangible and cultural in nature, which are typically protected by copyright, and which may take the form of goods or services. The range of cultural industries (sometimes also known as "creative industries") include printing, publishing and multimedia, audio-visual, phonographic and cinematographic productions, crafts and design, and also may be extended to include architecture, visual and performing arts, sports, manufacturing of musical instruments, advertising and cultural tourism. 5 Their economic potential may be illustrated by their growth in the world’s largest economy, where core copyright industries in the USA grew three times as fast as the annual rate of the economy between 1977 and the year 1996, when cultural products (including films, music, television programs, books, journals and computer software) became the largest US export for the first time, surpassing other traditional industries, including automobiles, agriculture, aerospace and defense.6
Cultural and creative industries represent one of the fastest growing sectors of the global economy, representing up to 7% of the world’s GDP with growth forecast at 10% per annum, driven in part by the convergence of media and the digital economy. 7 It is suggested that sport as a global industry is growing at some 6.1% annually worldwide and may exceed US$110 billion in value by 2009. 8 Studies also indicate the contribution that creative industries make to the economies of the regions in which they are located, through income generation and purchases of supplies, and by enhancing the design, production and marketing of products and services in other sectors. 9 Jamaica possesses the potential to develop its cultural and creative industries into a major economic sector based on its demonstrated competitive advantages and the projected long-term growth of the global creative economy.
5 This extended definition based on UNESCO is appropriate for Jamaica. 6 Based on a 1996 report by the International Intellectual Property Alliance (IIPA) quoted on http://portal.unesco.org/culture. 7 Nurse, Keith et al. (2006). The Cultural Industries in CARICOM: Trade and Development Challenges (Draft) . 8 National Sport Industry Policy of Jamaica (Draft) (April 2009), p.3. 9 Markusen and King (2003).
6 Situational Analysis
2.2 Issues and Challenges
1. Institutions and Infrastructure:
While Jamaica has achieved success in popularizing aspects of its culture it lacks the full set of institutions and infrastructure to support sporting activities at all levels, which inhibits broad participation in recreational and competitive sport. The main issues include the following: • Government institutions related to sport are fragmented and lack adequate coordination. There is duplication in several functions including planning, marketing and training, thus leading to stretching of limited resources among agencies and lack of clear leadership and responsibilities • Partnerships and collaboration between government and the private sector have been relatively limited in both the developmental and business aspects of sport • There is lack of common national vision and integrated plan for sport • There is need for construction and maintenance of infrastructure for sports including at the national and community levels
2. Intellectual Property:
The development of the economic potential of sport in particular will depend on intellectual property as a fundamental resource. While Jamaica already possesses the fundamental legal framework for protection of intellectual property, the long-term development of sport will require planning to address the challenges of strengthening the ability to protect and use this resource effectively for the benefit of its participants and the country. In this regard the following issues will be relevant:
• Collecting societies in Jamaica are relatively young and lack adequate capacity, resulting in loss of income to Jamaican sports • There is relatively low appreciation in the sport sector and among the general public of the importance of intellectual property rights • Need for strengthening capacity of institutions involved in intellectual property regime including Jamaica Intellectual Property Organization (JIPO) and Intellectual Property Centre (IPC) • Existing high levels of piracy due to fragmented distribution and protection and lack of copyright registration system and copyright enforcement to counter piracy • Jamaica is not part of a number of critical intellectual property treaties and conventions including the Madrid Treaty
3. Industry Development:
The development of industries and enterprises based on sport will require a wide range of measures aimed at addressing weaknesses in their structure and functioning. The main issues relating to the industry development of the Sport sector include:
7 Situational Analysis
• Facilitating the development of marketing and distribution channels will create value-added opportunities, expand market opportunities and increase foreign exchange earnings. However introducing new sport-based products to global, regional and national markets requires meeting competition with content from the main cultural exporters such as the USA, U.K. and India that are backed by high levels of expenditure on marketing by global firms. The growth of electronic media for the distribution of digital content offers opportunities for widening the marketing and distribution options for sport-based products and services from Jamaica • The creative industries, including sport-based enterprises, are characterized by high numbers of MSMEs and individual entrepreneurs, many of whom function in the informal sector. The fragmentation and small scale of local entities suggest fostering collaboration, networking, joint-ventures and industry clusters, as well as greater mutual trust among industry players and stakeholders and encouraging enterprise and entrepreneurship in the development of new sport-based industries and enterprises • Strengthening the productive capacity of sport-based industries and enterprises will require improvements in application of modern business and production methods, as well as addressing gaps in business culture and management practices including documentation, contracts and copyright protection • The development of sports-related enterprises will require increased availability of adequate financing sources • The potential for inter-sectoral linkages between sports and other sectors in the economy including tourism and information technology has not been developed in a comprehensive manner to date • Many of the challenges faced by MSMEs (e.g. limited access to credit, high costs of export marketing and inadequate institutional capacity) are also applicable to the sport sector • Increased emphasis will be needed on development of economically viable sports- related enterprises, including sports tourism, branded merchandise, gyms, sporting goods outlets and sports media products • The development of professional and semi-professional leagues in sports such as football, basketball and netball should be explored and fostered where viable • Increased private sector involvement is required in funding of sports development programmes
4. Human Resource Development:
The natural talent of the Jamaican people in the area of sport will require ongoing programmes of education and training to ensure that these human resources and talents are developed to their full potential to meet the international standards. The development of sport will require increased numbers of trained personnel at all levels. There is inadequate capacity for training the increased numbers of sport administrators, coaches, managers and other personnel needed to support the expansion of sport and its role in national development.
8 Situational Analysis
5. Sector Information:
As for a number of other sectors including tourism, distribution and micro and small enterprises there is a lack of adequate statistics and information on creative industries and sport to provide a basis for planning and monitoring or to evaluate their economic impact in domestic and international markets. There are no well designed and implemented systems of data collection on the creative industries and sport, leading to an absence of good data on the performance and contribution of the creative industries and sport to the Jamaican economy. In this regard it should be noted that many industry entrepreneurs are reluctant to provide the necessary data on their operations due to mistrust of government and for purposes of tax evasion.
9 Vision 2030 Jamaica - National Development Plan Sport Sector Plan
3. SWOT Analysis
SPORT has the potential to make significant contributions to the sustainable development of countries such as Jamaica. A standard tool of strategic analysis is SWOT analysis, which seeks to identify the main strengths, weaknesses, opportunities and threats for a given entity, ranging from a nation to a sector to an individual enterprise. For Sport in Jamaica the identification of strengths and weaknesses represents the internal assessment of these areas while the consideration of opportunities and threats represents the analysis of the external environment for these areas.
The SWOT analysis, along with the Situational Analysis, form the basis for identifying goals, objectives and strategies that may be employed to apply the strengths and address the weaknesses of the sector, and capitalize on the opportunities and mitigate the threats to the long-term development of the sector.
The SWOT analysis for Sport in Jamaica is presented in Table 1 below.
Table 1: SWOT Analysis – Sport
Internal Analysis
Strengths Weaknesses
• Abundant natural athletic abilities • Limited information on the • Demonstrated world-class talent in sports sector • Varied and favourable cultural and • Poor knowledge of media in gathering environmental factors information resulting unclear message • Increasing awareness of the importance disseminated to public of sport • Inadequate institutions and infrastructure to • Increasing involvement of local and support the development of world-class community groups in sporting activities and athletes endeavours • Lack of requirement by law for the provision • Improving local systems and of adequate recreational facilities in housing infrastructure for development of and community developments athletes, administrators, and technical • Lack of maintenance of existing sporting staff facilities
10 SWOT Analysis
• Greater opportunities to access advanced • Insufficient funding to support all levels of training locally in some sports each sport • General passion for sports by Jamaicans • Inadequate marketing capabilities of the across both genders sporting organizations to garner potential • Government’s commitment to funding revenue and spectator support sports development • The absence of player welfare, mentorship • Strong Jamaican presence in international and support systems to enhance the total sporting organizations development of the athlete and the sport • Media’s commitment to greater coverage • Social and educational environment does not of sporting events provide holistic development for athletes to • Improving private sector support for enable them to maximize their fullest sporting associations and events potential in sport and develop life skill and • Experience in successfully hosting the advancement of the sport. international events • Nutritional deficiencies and inadequate medical facilities for sport • Inadequate development of business skills • Absence of recognition of business opportunities in sport in Jamaica • Inadequate financing for sporting ventures • Insufficient linkages with other sectors including tourism, health and wellness, printing and manufacturing • Low level of technology application in sport • Lack of coordination and centralization of sports administration under one ministry
External Analysis
Opportunities Threats
• Opportunity for growth of athlete • Political intervention management services and training of • Loss of student athletes to overseas higher sports administrators educational institutions • Development of bilateral and • Loss of trained athletes to overseas markets international agreements for sports • Impact of community violence on sports development development and spectator support • High international awareness and demand • Improved sporting performance by for “Brand Jamaica” and potential of competing international countries Jamaican athletes • Low level of understanding by Jamaican • Opportunity to attract international organizations of business intricacies of sports sponsorship for infrastructure development • Growth of local and international media
11 SWOT Analysis
channels and demand for sports content • Opportunity for increased employment in sport • Opportunity for media sales internationally for sports products, programmes and facilities • Opportunity for hosting international sports events based on geographic location, infrastructure, history of hosting international events and level of development in some sports • Existence of West Indian diaspora as market for local sports content
12 Vision 2030 Jamaica - National Development Plan Sport Sector Plan
4. Strategic Vision and Planning Framework - Sport
THE LONG-TERM PROCESS of planning for Sport is guided by a Vision that describes a future for these areas that is desirable for their stakeholders and that can be achieved through their own efforts within a realistic time frame.
The Sport Sector Plan contains the Draft Vision Statement for Sport, which is based on the contributions of the stakeholders represented on the Creative Industries and Sport Task Force and at the Creative Industries and Sport Sub-Committee meetings held during the Vision 2030 Jamaica planning process.
4.1 Vision Statement – Sport
The Draft Vision Statement for Sport in Jamaica is:
“Sport uniting Jamaica and contributing to national pride through successful performances in and hosting of competitions, with adequate range of facilities and institutions to ensure maximum participation and contribution to human, social and economic growth and development, and comprehensive sport development appropriate for all levels.”
4.1.1 Strategic Vision
The long-term strategic vision for Sport in Jamaica is built on a number of fundamental elements, as presented below.
i) Ensuring that the necessary conditions are in place for sport to take full advantage of the significant competitive and human resources possessed by Jamaica and to apply them for long-term economic and social development
ii) Improvement of the policy and business environment for sport in Jamaica
iii) Development of the management, technical and technological capacity within the sport sector to support successful economic performance
iv) Greater integration of sport with other economic and social sectors
13 v) Ensuring that the long-term development of sport serves to enhance the potential for individual and national development of Jamaica
vi) Ensuring the ability of Jamaican sport to meet relevant world-class standards consistently
This strategic vision is expressed in the strategic framework for Sport for Vision 2030 Jamaica presented below.
4.2 Strategic Planning Framework
4.2.1 Strategic Approach
The strategic planning for Jamaica’s Sport sector is based on the premise that sport has a particularly important role to play in all aspects of Jamaica’s national development, including economic, social and cultural development.
Vision 2030 Jamaica will strengthen the role of sport in national development by: broadening opportunities for participation in recreational and competitive sports for persons of all age groups; increasing facilities for sporting events at the national, community and school levels; increasing the number of trained coaches, administrators, and other personnel; strengthening the institutions for sport education and administration; and establishment of appropriate and effective policies, legislation and regulations to promote sport participation.
Through the strategies and actions contained in the Sport Sector Plan, Vision 2030 Jamaica plans to increase the growth of sport as a business and commercial activity with potential to contribute to Jamaica’s economic development, and to maximize the role of sport as a source of wealth for a wide range of professions, including athletes, coaches, trainers, managers, promoters and entrepreneurs. The strategic approach will include: developing micro-, small- and medium-sized enterprises (MSMEs) geared at meeting the needs of the ‘Business of Sport’; promoting Jamaica as a sports tourism destination; and mobilizing enterprises within other sectors and industries to expand the value chain and linkages with sport. The development of the economic contribution of sport will involve the full participation of our private sector, and will build on the regional dimensions of sport competition and training in the Caribbean.
Finally, the Sport Sector Plan will ensure that Jamaica continues its proud tradition of excellence at the highest international levels of competitive sport through the consistent production of elite athletes. The strategic approach to achieve this outcome will include: establishing strong research capabilities in sport; developing advanced sport programmes at Sport Academies; developing financial support systems to create and sustain elite athletes; and developing supporting facilities and services to facilitate the holistic development of the professional athlete.
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4.2.2 Goals and Outcomes
The three (3) main goals and associated outcomes of the Sport Sector Plan are presented below. The Sector Goals represent the ultimate desired state of the Sport sector through which we realize the Sector Vision. The Sector Outcomes represent the desired results which we seek to achieve under each goal. A range of indicators and targets aligned to the Sector Outcomes provide quantitative milestones against which progress in implementing the Sport Sector Plan over time may be measured.
Table 2: Sport Sector Goals and Outcomes
GOALS OUTCOMES 1: Sport For All 1.1: Increased number of persons of all ages participating in recreational and competitive sports 1.2: Gender equality in sport 1.3: Establishment of adequate physical infrastructure for sport and recreation at accessible locations throughout the island 1.4: Development of increased numbers of trained sport administrators, coaches, managers, facilities managers, sport psychologists, lawyers and sports personnel 1.5: Establishment of adequate and effective administrative institutions for sport 1.6: Establishment of appropriate and effective policies, legislation and regulations to promote sport participation 2: Sport as Important 2.1: Increased number of sport-related enterprises and Contributor to employment and increased contribution of sport to Economic Growth Gross Domestic Product (GDP) and Development 2.2: Establishment of major sport events and attractions in Jamaica 2.3: Linkages developed between sport and other economic and social sectors 3: Consistent Production 3.1: Establishment of advanced sport development of Elite Athletes institutions and programmes in Jamaica 3.2: Increased opportunities for participation in world-class sport competitions at home and abroad
It may be noted that the goals of the Sport Sector Plan address the two main dimensions of contemporary sport, namely: Total Participation in Sport (TPS); and High Performance Sport (HPS). Goal 1: Sport For All addresses TPS; while Goal 3: Consistent Production of Elite Athletes addresses HPS.
15 4.2.3 Integration with the National Development Plan
Under Vision 2030 Jamaica, each Sector Plan is integrated with the strategic framework of the National Development Plan. The Sport Sector Plan is aligned with the National Development Plan under a number of National Goals and National Outcomes, due to the role of sport as a contributor to many aspects of national development, as well as a productive sector in its own right. The Sport Sector Plan is aligned primarily under the following National Goal and National Outcomes:
National Goal #1: Jamaicans are Empowered to Achieve their Fullest Potential National Outcome #4: Authentic and Transformational Culture
National Goal #3: Jamaica’s Economy is Prosperous National Outcome #12: Internationally Competitive Industry Structures
Consequently the implementation of the Sport Sector Plan will contribute primarily to the achievement of National Goals #1 and #3 and National Outcomes #4 and #12 of the National Development Plan.
4.3 Sector Indicators and Targets
The proposed indicators and targets for the Sport Sector Plan over the period 2009 - 2030 are presented in Table 3 below.
Table 3: Sport Sector Plan – Proposed Indicators and Targets
Sport Sector Plan PROPOSED BASELINE PROPOSED TARGETS COMMENTS OUTCOME INDICATORS 2007 or 2012 2015 2030 Most current Contribution of There are no datasets for collecting data to measure sports to GDP the economic contribution of sport
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5. Implementation, Monitoring & Evaluation Framework for the Sport Sector
5.1 Implementation Framework
The implementation of the Sport Sector Plan is an essential component of the implementation, monitoring and evaluation framework for the Vision 2030 Jamaica – National Development Plan. The Plan is implemented at the sectoral level by ministries, departments and agencies (MDAs) of Government as well as non-state stakeholders including the private sector, NGOs and CBOs. The involvement of stakeholders is fundamental to the successful implementation of the National Development Plan and the Sport Sector Plan.
Components of Vision 2030 Jamaica The Vision 2030 Jamaica - National Development Plan has three (3) components: 1. Integrated National Development Plan: The integrated National Development Plan presents the overall plan for Vision 2030 Jamaica, integrating all 31 sector plans into a single comprehensive plan for long-term national development. The integrated National Development Plan present s the National Vision, the four National Goals and fifteen National Outcomes, and the National Strategies required to achieve the national goals and outcomes. 2. Medium Term Socio-Economic Policy Framework (MTF): The Medium Term Socio-Economic Policy Framework (MTF) is a 3-yearly plan which summarizes the national priorities and targets for the country and identifies the key actions to achieve those targets over each 3-year period from FY2009/2010 to FY2029/2030. 3. Thirty-one (31) Sector Plans: At the sectoral level Vision 2030 Jamaica will be implemented through the strategic frameworks and action plans for each sector as contained in the respective sector plans. Vision 2030 Jamaica includes a total of thirty-one (31) sector plans covering the main economic, social, environmental and governance sectors relevant to national development.
5.1.1 Accountability for Implementation and Coordination
The Cabinet, as the principal body with responsibility for policy and the direction of the Government, has ultimate responsibility for implementation of the National Development Plan. Each ministry and agency will be accountable for implementing the National Development Plan (NDP) through various policies, programmes and interventions that
17 are aligned with the strategies and actions of the NDP and the sector plans. A robust results-based monitoring and evaluation system will be established to ensure that goals and outcomes of the Plan are achieved. This system will build on existing national and sectoral monitoring and evaluation frameworks and will be highly participatory.
5.1.2 Resource Allocation for Implementation
Vision 2030 Jamaica places great emphasis on ensuring that resource allocation mechanisms are successfully aligned and integrated with the implementation phase of the National Development Plan and sector plans. The requirements to ensure resource allocation for implementation will include alignment of organizational plans in the public sector, private sector and civil society with the National Development Plan, MTF and sector plans; coherence between the various agency plans with the National Budget; rationalization of the prioritization process for public sector expenditure; and increased coordination between corporate planners, project managers and financial officers across ministries and agencies.
5.2 Monitoring and Evaluation Framework
5.2.1 Institutional Arrangements
A number of institutions and agencies, including the following, will be involved in the monitoring and evaluation framework for the National Development Plan and the Sport Sector Plan:
1. Parliament : The Vision 2030 Jamaica Annual Progress Report will be presented to the Parliament for deliberations and discussion.
2. The Economic Development Committee (EDC) is a committee of Cabinet chaired by the Prime Minister. The EDC will review progress and emerging policy implications on the implementation of Vision 2030 Jamaica and the relevant sector plans.
3. The Vision 2030 Jamaica Technical Monitoring Committee (TMC) , or Steering Committee, is to be chaired by the Office of the Prime Minister and will provide oversight for the technical coordination and monitoring of the Plan and reporting on the progress of implementation.
4. The Vision 2030 Jamaica Technical Secretariat to be institutionalized within the PIOJ will play a leading role in coordinating implementation, analyzing social and economic data and information, consolidating sectoral information into comprehensive reports on Vision 2030 Jamaica’s achievements and results, maintaining liaisons with sectoral focal points in MDAs, and supporting the establishment and operation of Thematic Working Groups.
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5. Ministries, Departments and Agencies (MDAs) represent very important bodies within the implementation, monitoring and evaluation system. They are the Sectoral Focal Points that will provide data/information on a timely basis on the selected sector indicators and action plans, and be responsible for the timely preparation of sector reports that will feed into the Vision 2030 Jamaica Annual Progress Report. For the Sport Sector Plan, the main MDAs comprising the relevant Sectoral Focal Point will include the Ministry of Youth, Sport and Culture, the Institute of Sport, the Social Development Commission and the Sports Development Foundation Limited.
6. Thematic Working Groups (TWGs) are consultative bodies aimed at providing multi-stakeholder participation in improving the coordination, planning, implementation and monitoring of programmes and projects relevant to the NDP and sector plans, including the Sport Sector Plan. TWGs will be chaired by Permanent Secretaries or senior Government officials and shall comprise technical representatives of MDAs, National Focal Points, the private sector, Civil Society Organizations and International Development Partners. TWGs will meet a minimum of twice annually.
5.2.2 Indicator Framework and Data Sources
Appropriate indicators are the basic building blocks of monitoring and evaluation systems. A series of results-based monitoring policy matrices will be used to monitor and track progress towards achieving the targets for the NDP and sector plans, including the Sport Sector Plan. The performance monitoring and evaluation framework will be heavily dependent on line/sector ministries for quality and timely sectoral data and monitoring progress.
The results-based performance matrices at the national and sector levels comprise: • At the national level, 60 proposed indicators aligned to the 15 National Outcomes • At the sector level, a range of proposed indicators aligned to the sector goals and outcomes • Baseline values for 2007 or the most recent past year • Targets which outline the proposed values for the national and sector indicators for the years 2012, 2015 and 2030 • Data sources which identify the MDAs or institutions that are primarily responsible for the collection of data to measure and report on national and sector indicators • Sources of targets • Links to existing local and international monitoring frameworks such as the MDGs
Some gaps still exist within the performance matrix and a process of review to validate the proposed indicators and targets is being undertaken. This process is very technical
19 and time consuming and requires significant cooperation and support from stakeholders and partners. The performance monitoring and evaluation framework will be heavily dependent on ministries for quality and timely sectoral data and monitoring progress. The system will benefit from our existing and relatively large and reliable statistical databases within the Statistical Institute of Jamaica (STATIN) and the PIOJ.
5.2.3 Reporting
The timely preparation and submission of progress reports and other monitoring and evaluation outputs form an integral part of the monitoring process.
The main reports/outputs of the performance monitoring system are listed below.
1. The Vision 2030 Jamaica Annual Progress Report will be the main output of the performance monitoring and evaluation system.
2. The annual sectoral reports compiled by the Sectoral Focal Points for submission to the Vision 2030 Jamaica Technical Monitoring Committee. These will be integrated into the Annual Progress Report.
3. Other products of the performance monitoring system include issues/sector briefs and research reports.
5.2.4 Capacity Development
There is recognition that building and strengthening technical and institutional capacity for the effective implementation, monitoring and evaluation of the NDP and the Sport Sector Plan is critical for success. This calls for substantial resources, partnership and long-term commitment to training MDA staff. Training needs will have to be identified at all levels of the system; a reorientation of work processes, instruments, procedures and systems development will have to be undertaken; and staffing and institutional arrangements will need to be put in place. Partnership with the Management Institute for National Development (MIND) and other institutions also will be required to provide training to public sector staff and others in critical areas such as results-based project management and analysis, monitoring and evaluation, and data management.
5.3 The Way Forward
The Sport Sector Plan will represent the basis for implementation of the Vision 2030 Jamaica – National Development Plan in the Sport sector. The key steps in the implementation process for the Sport Sector Plan are set out below.
1. Undertake consultations with stakeholders in the sector to present and review the Sport Sector Plan for Vision 2030 Jamaica.
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2. Engage with key stakeholders including relevant Ministries, Departments and Agencies (MDAs) to finalize sector-level indicators and targets for the Sport Sector Plan for 2012, 2015 and 2030.
3. Mainstream the Sport Sector Strategic Framework and Action Plan into the Corporate/Business and Operational Plans of the relevant MDAs as the mechanism for implementation in the public sector.
4. Ensure participation by key Sport sector stakeholders in the establishment and ongoing operation of the implementation, monitoring and evaluation framework for Vision 2030 Jamaica, including the Sectoral Focal Point and Thematic Working Group for the Sport Sector Plan.
6. Action Plan for the Sport Sector
The Action Plan represents the main framework for the implementation of the Sport Sector Plan for Vision 2030 Jamaica. The tracking of implementation of the Sport Sector Plan will take place through the Action Plan as well as the framework of sector indicators and targets.
The Action Plan contains the elements listed below. i. Sector Goals ii. Sector Outcomes iii. Sector Strategies iv. Sector Actions v. Responsible Agencies vi. Time-Frame
21 Vision 2030 Jamaica – National Development Plan Sport Sector Plan
Vision 2030 Jamaica Sport Sector Plan Draft Strategic Framework and Action Plan
Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders Goal # 1: Sport For All Outcome 1.1 : 1.1.1. Increase physical 1.1.1.1 Mandate physical education classes to MOE Years 1-3 Increased education and Grade 11 number of sports 1.1.1.2 Boost PE teacher education programmes MOE, Joint Board of Years 1-6 persons of all programmes in at tertiary level institutions Teacher Education, JTA ages schools 1.1.1.3 Encourage cooperation in use of MOE, SDF, SDC, School Years 1-3 participating in community spaces by schools Boards, JTA, Insport recreational and 1.1.1.4 Increase provision of recreational MOE, MYSC, JSIF, Years 1-12 competitive facilities in schools including secured School Boards, SDC sports spaces 1.1.1.5 Train school administrators in marketing MOE, Joint Board of Years 1-6 and business development of sport Teacher Education, JTA, ISSA, Insport, School Boards 1.1.1.6 Increase number of education officers MOE, Joint Board of Years 1-3 for sport Teacher Education, JTA, MYSC 1.1.1.7 Increase marketing and income- MYSC, Insport, ISSA, Years 1-9 generation of school sport competitions SDC, School Boards, Sporting Associations 1.1.1.8 Promote sport as career choice MOE, Insport, Sporting Years 1-6 Associations
22 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders 1.1.1.9 Ensure that each school has a minimum MOE Years 1-3 of two (2) trained PE teachers (male and female for co-ed schools)
1.1.2. Increase 1.1.2.1 Provide trained personnel and SDC, Insport, GC Foster Years 1-6 organized sport management and monitoring College, Teachers Ongoing activities in Colleges, Sporting communities Associations 1.1.2.2 Build local capacity to manage sport SDC, JSIF, CHASE Years 1-6 activities Ongoing 1.1.2.3 Foster partnerships between community, SDC, Insport, Sporting Ongoing private and public sector Associations, MPs, Councillors 1.1.2.4 Develop sport programmes for different Sporting Associations, Years 1-6 age groups including the retired and MLSS, Jamaica Council Ongoing elderly for the Elderly, MOHE, Insport 1.1.2.5 Strengthen capacity in SDC for sport MYSC, SDC Years 1-3 development at the community level 1.1.3. Develop public 1.1.3.1 Increase collaboration among MOE, MOHE, MYSC, Ongoing education Ministries, Departments and Agencies Insport programmes on responsible for health and sport the benefit of 1.1.3.2 Develop relevant collateral material MOE, MOHE, MYSC, Years 1-3 sport Insport Ongoing 1.1.3.3 Develop public-private partnerships MOE, MOHE, MYSC, Years 1-3 including media to promote public Insport Ongoing education programmes 1.1.3.4 Train personnel to develop CARIMAC, NCU, Ongoing communication programmes for sport UTech, CPTC, Media, Sporting Associations 23 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders 1.1.3.5 Promote awareness of locally available MYSC, Media, SDC Years 1-3 sport programmes Ongoing 1.1.4. Strengthen sport 1.1.4.1 Develop and promote Inter-Secondary MYSC, Min of Tourism, Years 1-6 development Schools Championship as premier MOE, ISSA programmes and secondary track event globally competitions at all levels
Outcome 1.2: 1.2.1 Develop public 1.2.1.1 Create and implement programmes to MOE, SDC Years 1-6 Gender equality education highlight social, physical, and economic in sport programmes on values and benefits of sport in gender equality in educational institutions and sport communities 1.2.1.2 Develop and implement programmes to MYSC, Insport, SDC, Years 1-3 encourage female participation in all Associations Ongoing aspects of sport 1.2.1.3 Mandate Government Information MYSC, JIS, CPTC, PBCJ Years 1-3 Services to introduce & produce Ongoing programming on gender equality in sport 1.2.1.4 Encourage gender equality in all aspects MYSC, Insport, MOE, Ongoing of sport including management and Funding agencies coaching, consistent with the Brighton Declaration on Women in Sport 1.2.2 Deepen media 1.2.2.1 Encourage, facilitate and mediate MYSC, media houses, Ongoing and private sector partnerships that support equal exposure Press Association of Ja, partnerships in media of female sport associations 1.2.2.2 Provide economic incentives and MFPS, MYSC, private Years 1-6 financial support for sponsoring, sector, associations 24 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders covering and broadcasting female sport
Outcome 1.3: 1.3.1 Design / upgrade 1.3.1.1 Audit, map and circulate listing of all MYSC (Lead), SDC, Years 1-3 Establishment of community sport facilities across the island (to SDF, Insport, PIOJ adequate facilities for include ranking) physical multi-use 1.3.1.2 Review, update and enforce Town Parish Councils (Local Ongoing infrastructure recreational and Planning and Building Laws requiring Authorities), NEPA, for sport and competitive sport the provision of open spaces, TCPA, MYSC, UDC, recreation at including recreational and sport facilities in new NHT, Ministry of accessible activities for the developments Housing, MOHE locations elderly and 1.3.1.3 Expedite development of sporting SDF, Insport, MOE, SDC, Ongoing throughout the persons with infrastructure in communities including CBOs, JSIF, Communities island disabilities secured spaces 1.3.1.4 Ensure development of Insport, SDF, SDC, JSIF, Ongoing sustainability/management/ maintenance CBOs, NGOs, plans for sport facilities in communities Communities, sport associations 1.3.1.5 Empower and strengthen capacity of MYSC, Insport, SDF, Ongoing local sport and community entities to SDC, JSIF, CBOs, NGOs, manage the maintenance of facilities Communities, sport under their control and be held associations accountable for its upkeep including sanctions and rewards
1.3.2 Ensure multi- 1.3.2.1 Diversify the use of existing and new IPL, SDF, Insport, UDC, Ongoing sport mini- facilities around a set of core/priority Parish Councils, PDCs, stadium in each sports targeted to the characteristics of Constituency parish each parish and requirements of national Development sport programmes Programmes, sport associations 25 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders 1.3.2.2 Ensure that mini-stadia facilities meet MYSC, IPL, facilities Years 1-3 required standards and operating managers Ongoing procedures, including medical, insurance and security requirements 1.3.2.3 Ensure development of Insport, SDF, SDC, UDC, Ongoing business/management/ maintenance JSIF, CBOs, NGOs, plans for each multi-sport mini-stadium Parish Councils, sport associations, private sector 1.3.2.4 Strategically allocate the provision of IPL, MYSC, Insport Years 1-3 needed facilities based on audit findings Ongoing 1.3.2.5 Use multi-sport mini-stadiums as IPL, JFF, Insport Years 1-3 centres for development of professional Ongoing football in Jamaica
1.3.3 Ensure national 1.3.3.1 Develop long-term national plan for MYSC (Lead), other Years 1-3 sporting sport infrastructure island-wide as stakeholders, IPL infrastructure to priority requirement meet the long- 1.3.3.2 Develop new national multi-purpose IPL, MYSC, SDF, Years 1-6 term development stadium that meets modern international Insport, UDC, sport of sport specifications / standards (potential sites associations – Up Park Camp, Caymanas) 1.3.3.3 Develop and implement long-term plan IPL, MYSC, SDF, Years 1-6 for existing Independence Park Insport, UDC, sport Complex associations 1.3.3.4 Develop and implement medium- and IPL, MYSC, MOT, SDF, Years 1-15 long-term plan for Trelawny Stadium Insport, UDC, sport associations 1.3.3.5 Develop multi-sport facilities in IPL, MYSC, MOT, SDF, Years 1-6 Catherine Hall Insport, UDC, sport 26 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders associations 1.3.3.6 Develop Sligoville stadium complex as IPL, MYSC, SDF, Years 1-6 national centre for training of youth Insport, UDC, sport teams (including residential facilities) associations 1.3.3.7 Introduce and expand naming rights for IPL, MYSC Years 1-3 sport facilities as sustainable source of revenue
Outcome 1.4: 1.4.1 Strengthen 1.4.1.1 Synchronize and integrate curricula and MOE, MYSC, UCJ, Years 1-3 Development of capacity and develop timetables that facilitate Council of Community Ongoing increased delivery of sport interdisciplinary and intercollegiate Colleges, tertiary numbers of related disciplines studies (sport, business, nutrition etc) institutions trained sport by tertiary 1.4.1.2 Mandate revision of tertiary MOE, MYSC, UCJ, Years 1-3 administrators, institutions programmes and schedules to allow for Council of Community Ongoing coaches, the development of sports related Colleges, tertiary managers, disciplines institutions facilities 1.4.1.3 Institute sport scholarships and grants to MOE, MYSC, tertiary Years 1-3 managers, sport develop sports related disciplines institutions, private sector Ongoing psychologists, 1.4.1.4 Strengthen relationships and Tertiary institutions Ongoing lawyers and collaboration among tertiary institutions sports personnel 1.4.1.5 Develop relevant curricula in secondary Tertiary institutions, UCJ, Ongoing and tertiary institutions Council of Community Colleges, sport associations
1.4.2 Adopt 1.4.2.1 Design and benchmark courses that International sporting Ongoing international best meet Jamaica’s varied needs bodies, sport associations, practices for Insport, G.C. Foster training of sports College personnel 1.4.2.2 Expand training programmes and International sporting Ongoing 27 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders including seminars for coaches, sports officers and bodies, sport associations, certification certified sport managers Insport, G.C. Foster College 1.4.2.3 Carry out major refurbishing and MOE, MYSC, SDF, G.C. Years 1-6 expansion of G C Foster College to Foster College ensure quality and quantity of trained personnel 1.4.2.4 Establish accreditation programme for MOE, MYSC, SDF, G.C. Years 1-6 experienced sport professionals and Foster College, UTech, Ongoing sports personnel (including managers, UWI, Mico, Teachers grooms, grounds men etc.) without Colleges, HEART certification 1.4.2.5 Encourage formation of associations of G.C. Foster College, Years 1-6 sport professionals including UTech, UWI, Mico, Ongoing association of sport managers, and Teachers Colleges, sport affiliation with world governing bodies associations, sport to support ongoing professional professionals development
Outcome 1.5: 1.5.1 Rationalize 1.5.1.1 Strengthen the technical and MYSC, Services Years 1-3 Establishment of existing administrative capacity in the MYSC Commission adequate and institutions for 1.5.1.2 Establish centralized management for MYSC, IPL Years 1-3 effective sport national sport infrastructure administrative 1.5.1.3 Rationalize roles and structures of MYSC, Insport, SDF, Years 1-3 institutions for public sector sport agencies around core SDC, National Sport sport functions Council
1.5.2 Develop sport 1.5.2.1 Establish regional education officers MOE, MYSC Years 1-3 administration at with core competence in sport Ongoing primary, administration for primary and 28 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders secondary, secondary schools tertiary and 1.5.2.2 Strengthen existing Primary Schools Insport, Primary Schools Years 1-3 national levels Association capacity in sport Association, ISSA, MOE, Ongoing administration based on the ISSA model MYSC 1.5.2.3 Strengthen existing Jamaica Insport, Jamaica Years 1-3 Independent Schools Association Independent Schools Ongoing capacity in sport administration based Association, ISSA, MOE, on the ISSA model MYSC 1.5.2.4 Support further development of ISSA MYSC, MOE, Insport, Years 1-3 and other school sport associations ISSA Ongoing 1.5.2.5 Build capacity of Insport to support MYSC, MOE, Insport Years 1-3 sport development at primary, Ongoing secondary, and tertiary levels: • Collaboration link 1.5.2.6 Strengthen linkage between Insport and Insport, national Ongoing national federations federations 1.5.2.7 Link disbursement of public sector Insport, SDF, national Years 1-3 funding for national federations to federations Ongoing performance reports and monitoring 1.5.2.8 Strengthen capacity of national National federations, Ongoing federations international sporting bodies, JOA 1.5.2.9 Strengthen mechanisms for National federations, Ongoing collaboration between national MOE, Insport federations and schools at all levels 1.5.2.10 Encourage development of sport Tertiary institutions, Ongoing programmes at tertiary institutions with Council of Community suitable facilities Colleges 1.5.2.11 Reestablish National Sport Council as MYSC, OPM Year 1 multi-stakeholder national policy 29 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders advisory body
1.5.3 Establish Sport 1.5.3.1 Establish and expand Football Academy JFF, FIFA, UWI, UTech, Years 1-3 Academies in MYSC, G.C. Foster Jamaica College 1.5.3.2 Establish and expand Cricket Academy JCA, ICC, WICB, MYSC, Years 1-6 G.C. Foster College, UWI, UTech 1.5.3.3 Establish and expand Netball / JNA, IFNA, MYSC, G.C. Years 1-6 Basketball / Volleyball / Badminton Foster College, UWI, Academy UTech 1.5.3.4 Support and strengthen advanced UTech, UWI, IAAF, Years 1-6 facilities for track and field MYSC, G.C. Foster College 1.5.3.5 Establish multi-sport academy UTech, UWI, JOA, Years 4-10 MYSC, G.C. Foster College 1.5.3.6 Develop specialized educational MOE, ISSA, sporting Years 1-3 programmes for promising athletes associations, private sector 1.5.3.7 Develop specialized sport high schools MOE, UTech, UWI, JOA, Years 4-10 MYSC, G.C. Foster College, sporting associations
Outcome 1.6: 1.6.1 Develop legal 1.6.1.1 Revise / adjust labor laws to recognize MOJ, OPC, MYSC, UWI Years 1-6 Establishment of framework for and protect the rights of professional Law School, UTech appropriate and sport including athletes and sports personnel effective policies, relevant materials 1.6.1.2 Establish an Arbitration Council to MOJ, OPC, MYSC, Years 1-3 30 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders legislation and settle sport-related disputes in a manner MLSS, Sporting regulations to consistent with the Code of Sports- associations promote sport Related Arbitration adopted by the participation Court of Arbitration for Sport (CAS) and the International Council of Arbitration for Sport (ICAS) 1.6.1.3 Put in the public domain cases which MOJ, OPC, MYSC, UWI Years 1-6 have been resolved in the different Law School, UTech Ongoing sporting disciplines 1.6.2 Update Sport 1.6.2.1 Audit existing policies to identify issues, MYSC, Insport, Years 1-3 Policy and align it gaps, opportunities as it relates to sport Sporting associations, Ongoing / with other Cabinet Office periodic policies that 1.6.2.2 Review and revise existing Sport Policy MYSC, Insport, Years 1-3 affect sport Sporting associations, Ongoing / Cabinet Office periodic 1.6.2.3 Identify linkages / dependencies among MYSC, Insport, Years 1-3 sport policy and other policies Sporting associations, Ongoing / Cabinet Office periodic 1.6.2.4 Increase consultation with and MYSC, Insport, Years 1-3 participation of sporting sector Sporting associations, Ongoing / stakeholders in dialogue and planning Cabinet Office, PIOJ periodic
1.6.3 Strengthen the 1.6.3.1 Establish/strengthen institutions and JIPO, JTI, MFAFT, Ongoing framework for, guidelines to protect/exploit IP (re sport) MYSC, Sporting Bodies, and the use, MOJ awareness and 1.6.3.2 Provide online information/access to JIPO, JTI, MYSC, COJ Years 1-3 value of sport-related patents, copyrights, etc. Ongoing intellectual property (IP) 1.6.3.3 Carry out education/sensitization of JIPO, JTI, MFAFT, Ongoing 31 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders athletes and sporting bodies regarding MYSC, Sporting Bodies the use and protection of images, names, colors and other IP 1.6.4 Strengthen 1.6.4.1 Develop database on sport indicators MYSC, STATIN, PIOJ, Years 1-6 availability and INSPORT, Sporting Ongoing use of Bodies, SDF, CHASE, information for tertiary institutions, planning and JAMSTATS development of the sport sector 1.6.5 Develop effective 1.6.5.1 Strengthen the role and capacity of the MYSC, INSPORT, Years 1-3 anti-doping Jamaica Anti-Doping Commission Sporting Bodies, SDF, Ongoing programmes (JADC) CHASE, MFPS, JADC 1.6.5.2 Conduct education campaign to MYSC, INSPORT, Years 1-3 sensitize athletes, schools, sporting Sporting Bodies, JIS, Ongoing bodies and the wider community to the JADC dangers of substance abuse 1.6.5.3 Promote mandatory drug testing in local MYSC, INSPORT, Years 1-3 competitions and training Sporting Bodies, JADC Ongoing 1.6.5.4 Formulate and update a list of banned JADC, INSPORT, Years 1-3 and restricted drugs MYSC, Sporting Bodies Ongoing
32 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders Goal # 2: Sport as Important Contributor to Economic Growth and Development
Outcome 2.1 : 2.1.1. Develop 2.1.1.1 Strengthen alliances with media to MYSC, MIIC, INSPORT, Years 1-3 Increased awareness and promote business and career Sporting Bodies, JTI, JIS Ongoing number of sport- public education opportunities in sport related programmes enterprises and about the employment and ‘Business of 2.1.1.2 Collaborate with tertiary institutions and MYSC, MIIC, INSPORT, Years 1-3 increased Sport’ private sector to promote the ‘Business Sporting Bodies, JTI, JIS, Ongoing contribution of of Sport’ Private Sector, Tertiary sport to Gross Institutions Domestic 2.1.1.3 Promote and develop opportunities for MYSC, MIIC, MFAFT, Years 1-3 Product (GDP) sport-related enterprises under regional INSPORT, Sporting Ongoing and international trade agreements Bodies, JTI, JIS, Private including the CSME and EPA Sector
2.1.2. Develop MSMEs 2.1.2.1 Encourage development of sport-related MYSC, MIIC, INSPORT, Years 1-3 geared at meeting enterprises through incubators and Sporting Bodies, JTI, Ongoing the needs of the workshops JBDC, Private Sector ‘Business of 2.1.2.2 Undertake study on economic impact of MYSC, STATIN, PIOJ, Years 1-3 Sport’ sport in Jamaica INSPORT, Sporting Bodies, SDF, CHASE, tertiary institutions, Private Sector 2.1.2.3 Build institutional and human capacity MIIC, MYSC, INSPORT, Years 1-3 of sport-related MSMEs Sporting Bodies, JTI, Ongoing JBDC, Private Sector
2.1.3. Strengthen the 2.1.3.1 Develop and promote investment MIIC, MYSC, JTI, JBDC, Years 1-3 33 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders promotion of proposals aimed at the sport sector INSPORT, Sporting Ongoing investment in Bodies, Private Sector sport 2.1.3.2 Develop and implement a MIIC, MYSC, JTI, JBDC, Years 1-3 comprehensive programme for the INSPORT, Sporting Ongoing marketing of sporting facilities locally Bodies, Private Sector and internationally 2.1.4. Identify and 2.1.4.1 Sensitize existing and new financial MYSC, INSPORT, Years 1-3 access new and institutions on the viability of sport- Sporting Bodies, MIIC, Ongoing current sources of related ventures JTI, JBDC, Private Sector, funding for sport- Financial Institutions related enterprises 2.1.4.2 Establish resource in relevant Ministry MYSC, MIIC Years 1-3 – locally and to identify local and international Ongoing internationally sources of funding for sport development
Outcome 2.2: 2.2.1. Develop a sport 2.2.1.1 Develop plan for development of sport MYSC, MFPS, MOT Years 1-3 Establishment of museum as a museum, including venue, funding and major sport resource centre management events and for the attraction 2.2.1.2 Compile list of available Jamaican sport MYSC, Sporting Bodies, Years 1-3 attractions in of local and memorabilia and undertake collection Private Sector Jamaica foreign visitors 2.2.1.3 Implement plan for development of MYSC, INSPORT, MIIC, Years 1-9 sport museum, based on feasibility of JTI, Sporting Bodies, development plan Private Sector
2.2.2. Promote Jamaica 2.2.2.1 Develop and update map of sport MOT, MYSC, INSPORT, Years 1-3 as a sports attractions JTB, TPDCo, Sporting Ongoing tourism Bodies, Private Sector destination 2.2.2.2 Establish linkages with sport museum MOT, MYSC, INSPORT, Years 1-3 to tourism marketing and promotion JTB, TPDCo, Sporting Ongoing Bodies, Private Sector 34 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders 2.2.2.3 Develop and market sport training and MOT, MYSC, MOHE, Years 1-3 rehabilitation/wellness facilities to INSPORT, JTB, TPDCo, Ongoing international markets Sporting Bodies, Private Sector, SDC 2.2.2.4 Expand made-for-television sport events MOT, MYSC, INSPORT, Years 1-3 Sporting Bodies, Private Ongoing Sector
2.2.3 Strengthen 2.2.3.1 Strengthen partnerships between MYSC, INSPORT, Years 1-3 national capacity national sporting associations, Sporting Bodies, Private Ongoing to host government and other public sector and Sector international private sector partners in initiating and sporting hosting international events competitions and 2.2.3.2 Institutionalize biannual planning MYSC, INSPORT, Years 1-3 events meetings between MYSC, sporting Sporting Bodies, Private Ongoing associations and private sector Sector representatives 2.2.3.3 Establish monitoring and evaluating MYSC, INSPORT, Years 1-3 facility for all requests, bids and Sporting Bodies, Private agreements for international events Sector
Outcome 2.3: 2.3.1 Develop and 2.3.1.1 Identify and promote opportunities for MYSC, MIIC, INSPORT, Years 1-3 Linkages strengthen linkages between sport sector and other Sporting Bodies, JTI, Ongoing developed linkages between sectors JBDC, Private Sector between sport sport and other 2.3.1.2 Mobilize enterprises within the creative MYSC, MIIC, MOT, Years 1-3 and other economic and industries, manufacturing, gaming, MFPS, MOAF, Ongoing economic and social sectors tourism, agriculture, commerce and INSPORT, Sporting social sectors other sectors to expand the value chain Bodies, JTI, JBDC, and linkages with sport Private Sector
35 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders Goal # 3: Consistent Production of Elite Athletes Outcome 3.1 : 3.1.1 Establish strong 3.1.1.1 Develop curriculum in tertiary-level UWI, GCF, MICO, Years 1-3 Establishment of research institutions aimed at developing UTech, teachers colleges, Ongoing advanced sport capabilities in research capabilities at the institution community colleges, development sport and student levels HEART/VTDI institutions and 3.1.1.2 Develop partnerships and linkages with UWI, GCF, MICO, Years 1-3 programmes in sport research institutions in other UTech, teachers colleges, Ongoing Jamaica countries community colleges, HEART/VTDI 3.1.1.3 Undertake research to document and MYSC, INSPORT, JIS, Years 1-6 preserve history of sport and National Library of Ongoing achievements in Jamaica Jamaica, IOJ
3.1.2 Develop 3.1.2.1 Develop partnerships and linkages with UWI, GCF, MICO, Years 1-3 advanced sport Universities and sport academies UTech, teachers colleges, Ongoing programmes at regionally and globally to ensure community colleges, Sport Academies success HEART/VTDI, MYSC, MFAFT 3.1.2.2 Set up international exchange UWI, GCF, MICO, Years 1-3 programmes for students, athletes, UTech, teachers colleges, Ongoing trainers and staff community colleges, HEART/VTDI, MYSC, MFAFT, MLSS 3.1.2.3 Provide opportunities for local and UWI, GCF, MICO, Years 1-3 international participation in advanced UTech, teachers colleges, Ongoing sport development programmes in community colleges, combination with tertiary education and HEART/VTDI, MYSC, ongoing employment MFAFT, MLSS
36 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders 3.1.3 Develop 3.1.3.1 Create and design academic, social and UWI, GCF, MICO, Years 1-3 supporting physical programmes to enhance the UTech, teachers colleges, Ongoing facilities and holistic development of the professional community colleges, services to athlete based on international best HEART/VTDI, MYSC, facilitate the practices MOHE, MOE, MFAFT, holistic sporting associations development of 3.1.3.2 Apply sport psychology in training of Insport, MYSC, MOHE, Years 1-3 the professional local teams and athletes UWI, GCF, MICO, Ongoing athlete UTech, sporting associations 3.1.3.3 Develop programmes to increase the UWI, GCF, MICO, Years 1-3 capacity for elite athletes to maximize UTech, teachers colleges, Ongoing benefits from the competitive phase of community colleges, their careers in sport, including training sporting associations, on money management skills and financial institutions, JIPO intellectual property rights 3.1.3.4 Expand range of career paths for elite UWI, GCF, MICO, Years 1-3 athletes including retention in sport UTech, teachers colleges, Ongoing sector after completion of competitive community colleges, participation sporting associations, Insport Outcome 3.2: 3.2.1 Encourage 3.2.1.1 Provide education and information on MYSC, Insport, UWI, Years 1-3 Increased athletes to membership in local and international GCF, MICO, UTech, Ongoing opportunities for become affiliated bodies teachers colleges, participation in with national community colleges, world-class sport sport associations HEART/VTDI, sporting competitions at and world associations home and governing bodies abroad 3.2.2 Make provisions 3.2.2.1 Establish forward schedules of Sporting associations Years 1-3 for institutions to attendance by elite athletes in planned Ongoing 37 Outcomes Strategies Specific Actions Responsible Agencies Timeframe and Stakeholders allow elite competitions athletes to fulfill 3.2.2.2 Provide incentive/recognition to private MYSC, sporting Years 1-3 national duties for sector companies for elite athletes associations Ongoing participation in participation in national competitions competition 3.2.2.3 Formalize/maintain special leave MFPS, MYSC Years 1-3 without penalties provision for public sector Ongoing
3.2.3 Develop financial 3.2.3.1 Identify main needs in development of MYSC, Insport, UWI, Years 1-3 support systems elite athletes including: GCF, MICO, UTech, Ongoing to create and • Nutritional teachers colleges, sustain elite • Medical community colleges, athletes • Transportation HEART/VTDI, sporting • Accommodation associations • Educational 3.2.3.2 Develop scholarships for development CHASE, MOE, tertiary Years 1-3 of elite athletes institutions, private sector, Ongoing IDPs, MFPS, MYSC, MFAFT 3.2.3.3 Establish health insurance scheme for MOHE, NHF, private Years 1-3 elite athletes sector health providers Ongoing 3.2.3.4 Extend tax deductible status to cover MFPS, MYSC Years 1-3 donations to sport associations 3.2.3.5 Solicit funding from private sector MYSC, Insport, sporting Years 1-3 sponsors to support participation of elite associations Ongoing athletes in international competitions
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7. Appendices
7.1 Appendix 1 – List of Creative Industries and Sport Task Force Members
Mrs. Angela Patterson Chief Executive Officer, Creative Production and Training (Task Force Chairperson) Centre (CPTC) Mr. Wayne Wright Special Events Coordinator, Jamaica Cultural Development Commission (JCDC) Mrs. Del Crooks Manager, Film, Music and Entertainment, Jamaica Trade and Invest (JAMPRO) Mrs. Natalie G.S. Corthésy Director of Entertainment Policy, Ministry of Tourism, Entertainment and Culture Mr. Sydney Bartley Principal Director, Entertainment Policy, Ministry of Tourism, Entertainment & Culture Mrs. Eleanor Henry General Manager, Media Association of Jamaica (MAJ) Mr. Desmond Young President, Jamaica Federation of Musicians & Affiliated Artistes Union Mr. Cleveland Browne Chairman, Recording Industry Association of Jamaica Ms. Kenia Mattis Consultant - Markets, Jamaica Trade and Invest (JAMPRO) Mr. Cordel Greene Executive Director, Broadcasting Commission of Jamaica Ms. Carole Simpson Executive Director, Jamaica Intellectual Property Office (JIPO) Mrs. Lonnette Fisher-Lynch Manager, Copyright and Related Rights Directorate, Jamaica Intellectual Property Organization (JIPO) Mr. Burchell Duhaney Principal, Edna Manley College of the Visual and Performing Arts Ms. Denise Salmon Vice-Principal for Administration and Continuing Education, Edna Manley College of the Visual and Performing Arts Ms. Tracey-Anne Clarke Edna Manley College/Common Purpose Consultancies Ms. Clarecia Christie Independent Consultant Ms. Kayanne Taylor Lobbyist, Target Growth Competitiveness Committee, Jamaica Trade and Invest (JAMPRO) Ms. Eileen Heaven Executive Director/Consultant, Digital Phenomena Limited Mrs. Carol Mahabir Consultant, Digital Phenomena Limited Mr. Howard Moo Young Faithworks Limited/Mooimages Mr. Leighton Thomas Public Broadcasting Corporation of Jamaica Mr. Robert Bryan Social Development Commission Ms. Joymarie Spencer Ministry of Information, Culture, Youth Ms. Sharon Thompson Ministry of Information, Culture, Youth Mr. Sydney Bartley Ministry of Information, Culture, Youth Ms. Lisa Grant Jamaica National Heritage Trust Ms. Evelyn Thompson Jamaica National Heritage Trust Mr. Alistair Scott Social Development Commission (SDC)
39 Mr. Vivian Crawford Institute of Jamaica Prof. Barry Chevannes University of the West Indies, Mona (UWI) Mr. Bernard Jankee ACIJ/JMB Mrs. Lilyclaire Bellamy Jamaica Intellectual Property Office Ms. Eugene Williams Edna Manley College Ms. Renee Robinson JCDC Mr. Derrick Gray JNHT Ms. Karen Harriott Ministry of Tourism, Entertainment and Culture Mr. Richard Brown Ministry of Foreign Affairs and Foreign Trade Mrs. Symone Betton Ministry of Foreign Affairs and Foreign Trade Mr. Brian Breese Cricket Operations Manager, Jamaica Cricket Association Mrs. Marva Bernard President, Jamaica Netball Association/ Jamaica Information Service (JIS) Mrs. Tanya Lee-Neire Marketing Manager, SportsMax Mr. John Eyre President, Amateur Swimming Association of Jamaica Mrs. Jackie Walter National Swimming Coach, Amateur Swimming Association of Jamaica Mr. Ian Andrews Administrative Director, Institute of Sports Mr. Bruce McFarlane Assistant Sports Coordinator, Institute of Sports Mr. Ludlow Watts General Manager, Sports Development Foundation Ms. Grace Jackson Sports Director, University of the West Indies, Mona Mrs. Yvonne Kong Principal, G.C. Foster College Mr. Basil Fletcher Economist, Jamaica Racing Commission Mr. Paul Campbell President, Jamaica Cricket Association Mr. Howard Aris President, Jamaica Amateur Athletic Association (JAAA) Ms. Dorothy Hobson Jamaica Netball Association Ms. Carole Beckford Senior Consulting Officer – Corporate Communications, Jamaica Trade & Invest Mrs. Avril King Director, Planning Institute of Jamaica Ms. Kerry-Ann Martin Economist, Planning Institute of Jamaica Mrs. Toni-Shae Freckleton Demographer, Planning Institute of Jamaica Ms. Nathalie Barrett Planning Institute of Jamaica
7.2 Appendix 2 – List of Sport Task Force Members
Mrs. Angela Patterson Chief Executive Officer, Creative Production and Training (Task Force Chairperson) Centre (CPTC) Ms. Florette Blackwood Senior Director, Community Development, Youth, Sports and Bilateral Relations, Ministry of Information, Culture, Youth and Sports Ms. Suzzette Irvin Ministry of Information, Culture, Youth and Sports Mr. Paul Campbell First Vice-President, Jamaica Cricket Association Mrs. Marva Bernard President, Jamaica Netball Association Mr. Ludlow Watts General Manager, Sports Development Foundation Mr. Ian Andrews Administrative Director, Institute of Sports Ltd.
40 Ms. Carole Beckford Senior Consulting Officer – Corporate Communications, Jamaica Trade & Invest Mr. John Eyre President, Amateur Swimming Association of Jamaica Mr. Bruce McFarlane Assistant Administrative Director, Institute of Sports Ltd. Mr. Basil Fletcher Statistician /Economist, Jamaica Racing Commission Ms. Grace Jackson Sports Director, University of the West Indies, Mona Mr. Dale Spencer Jamaica Football Federation Major Desmon Brown General Manager, Independence Park Limited Mrs. Yvonne Kong Principal, G.C. Foster College
Note: Positions of Task Force Members are given as at the time of their appointment to the Creative Industries and Sport Task Force and the Sport Task Force.
Sport Workshop, November 15, 2007 - Attendees
Colonel Anthony Anderson Jamaica Defense Force Mr. Dale Spencer Jamaica Football Federation Ms. Althea Heron Senior Director, Ministry of Tourism, Entertainment and Culture Major Desmon Brown General Manager, Independence Park Limited Mr. Ludlow Watts General Manager, Sports Development Foundation Ms. Carole Beckford Jamaica Trade and Invest (JTI)
7.3 Appendix 3 – Listing of Task Force Meetings
Creative Industries and Sport Task Force • Thursday, April 5, 2007 • Friday, September 7, 2007
Sport Task Force • Friday, June 20, 2008 • Friday, July 4, 2008 • Friday, July 25, 2008 • Friday, September 19, 2008 • Friday, September 26, 2008 • Tuesday, November 11, 2008 • Wednesday, November 19, 2008 • Tuesday, December 2, 2008
Sport Sub-Committee • Wednesday, April 25, 2007 • Thursday, May 3, 2007
41 • Thursday, May 31, 2007 • Thursday, June 7, 2007 • Thursday, June 14, 2007 • Friday, October 19, 2007 • Friday, December 14, 2007 • Friday, January 11, 2008
Sport Workshop • Thursday, November 15, 2007
7.4 Appendix 4 – List of Acronyms and Abbreviations
CBO Community Based Organization CO Cabinet Office COJ Companies Office of Jamaica CPTC Creative Production and Training Centre DBJ Development Bank of Jamaica ENGO Environmental Non-Governmental Organization FIFA Fédération Internationale de Football Association GDP Gross Domestic Product GOJ Government of Jamaica HEART/NTA Heart Trust/National Training Agency IAAF International Association of Athletics Federations ICC International Cricket Council IFNA International Federation of Netball Associations IPL Independence Park Limited ISSA Inter-Secondary Schools Association JADC Jamaica Anti-Doping Commission JBDC Jamaica Business Development Centre JCA Jamaica Cricket Association JCTU Joint Confederation of Trade Unions JEA Jamaica Exporters’ Association JEF Jamaica Employers’ Federation JFF Jamaica Football Federation JHTA Jamaica Hotel and Tourist Association JIPO Jamaica Intellectual Property Office JIS Jamaica Information Service JMA Jamaica Manufacturers Association Limited JNA Jamaica Netball Association JOA Jamaica Olympic Association JSIF Jamaica Social Investment Fund JTA Jamaica Teachers’ Association JTB Jamaica Tourist Board JTI Jamaica Trade and Invest
42 KMA Kingston Metropolitan Area MFAFT Ministry of Foreign Affairs and Foreign Trade MFPS Ministry of Finance and the Public Service MIIC Ministry of Industry, Investment and Commerce MIND Management Institute for National Development MLSS Ministry of Labour and Social Security MNS Ministry of National Security MOAF Ministry of Agriculture and Fisheries MOE Ministry of Education MOHE Ministry of Health and Environment MOJ Ministry of Justice MOT Ministry of Tourism MP Member of Parliament MSMEs Micro-, Small and Medium-Sized Enterprises MTW Ministry of Transport and Works MWH Ministry of Water and Housing MYSC Ministry of Youth, Sport and Culture NCU Northern Caribbean University NEPA National Environment and Planning Agency NHT National Housing Trust NGO Non-Governmental Organization OPC Office of the Parliamentary Counsel OPM Office of the Prime Minister PBCJ Public Broadcasting Corporation of Jamaica PDC Parish Development Committee PIOJ Planning Institute of Jamaica PPP Public Private Partnership SDC Social Development Commission SDF Sport Development Foundation STATIN Statistical Institute of Jamaica TCPA Town and Country Planning Authority TEF Tourism Enhancement Fund TPDCo Tourism Product Development Company Limited UCJ University Council of Jamaica UDC Urban Development Corporation UTech University of Technology UWI University of the West Indies WICB West Indies Cricket Board
7.5 Appendix 5 – References and Selected Bibliography
Beckford, Carole. (2007). Keeping Jamaica’s Sport on Track. Kingston: Pear Tree Press.
Council of Europe. (2001). The European Sports Charter (Revised). Brussels: Council of Europe.
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James, Vanus. (August 28, 2007). Contribution of Copyright and Related Rights Industries to the National Economy of Jamaica. Final Report. Submitted to World Intellectual Property Organisation. Mona School of Business, UWI.
Ministry of Education, Youth and Culture (MOEYC). (2003). The National Cultural Policy of Jamaica: Towards Jamaica the Cultural Superstate. Culture Division, MOEYC, Kingston.
Ministry of Education, Youth and Culture (MOEYC). (2003). The National Cultural Policy of Jamaica: Towards Jamaica the Cultural Superstate – Action Plan. Culture Division, MOEYC, Kingston.
Ministry of Local Government, Community Development and Sport (MLGCDS). (1994). National Sports Policy. MLGCDS, Kingston.
Planning Institute of Jamaica (PIOJ). Economic and Social Survey Jamaica. Annual. Kingston, Jamaica.
7.6 Appendix 6: Sport – Summary of Main Stakeholders
Stakeholders Roles and Functions Relevant to Sport GOVERNMENT Office of the Prime Minister • Responsibility for setting national policy on sport (OPM) • Oversight of agencies involved in development of sport Ministry of Youth, Sport and • Responsibility for setting national policy on creative Culture (MYSC) industries and tourism • Oversight of agencies involved in development of creative industries Ministry of Finance and the • Responsibility for GOJ fiscal and monetary policies Public Service (MFPS) • Overall responsibility for budgeting for public sector Culture, Health, Arts, Sports • Established in 2003 to distribute and administer monetary and Education (CHASE) contributions from lottery companies to sports development Fund (40%), early childhood education (25%), health (20%), and arts and culture (15%) Institute of Sports Limited • Main public sector agency with responsibility for the development of sport in Jamaica Jamaica Trade and Invest • Main agency responsible for promotion and facilitation of (JTI) trade and investment opportunities in Jamaica including creative and sports-related industries Jamaica Intellectual Property • Primary agency with responsibility for matters relating to Organization (JIPO) intellectual property rights in Jamaica including registration of trademarks, geographical indications and industrial designs, administration of copyright and related rights, and the administration of the patent system
44 Planning Institute of Jamaica • Technical analysis in support of economic and social (PIOJ) development • Co-ordination and management of funding development assistance projects Sports Development • Original fund established to receive percentage of proceeds of Foundation first lottery company, which now channels funds from CHASE to the benefit of various sporting interventions
PRIVATE SECTOR Private Sector • Wide range of companies and individuals involved in various aspects of the creative industries and sport-related ventures
CIVIL SOCIETY NGOs and CBOs • Include wide range of youth clubs, cultural groups, and sports clubs involved in various creative and sports activities Jamaica Amateur Athletic • Organization mandated to encourage, promote and develop Association (JAAA) athletics in Jamaica Inter-Secondary Schools • Association founded in 1910 with mandate to facilitate the Sports Association (ISSA) development of secondary school sports through competition including track and field, football, cricket, netball, swimming, table-tennis and hockey Jamaica Olympic • Represents Jamaica in the International Olympic Committee Association (IOC) and is responsible for organizing participation of Jamaica in Olympic Games Sporting Associations • Associations established to promote, manage and regulate specific sports in Jamaica, including the Jamaica Football Federation (JFF), Jamaica Cricket Association, Jamaica Netball Association and many others International Development • Provide funding and technical assistance for implementation Partners (IDPs) of projects related to the creative industries and sport
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